This healthcare services company identified a market opportunity created by Healthcare Reform legislation and sought to establish a direct selling capability to capture new revenue streams.
Healthcare Reform created new market dynamics that enabled healthcare services companies to pursue direct-to-consumer models. Traditional distribution channels faced disruption as regulatory changes opened pathways for direct member acquisition and engagement.
The company needed to build a direct selling model from the ground up to target a $50 million book of business within three years. The immediate goal was to acquire 20,000 new members over 12 months. Leadership lacked clarity on how inside sales could drive high-value customer growth and required benchmarking against industry standards to identify capability gaps.
Inside sales could serve as the primary engine for high-value customer acquisition when supported by proper segmentation, content strategy, and lead generation processes. The company's existing capabilities required significant enhancement to compete effectively in direct-to-consumer healthcare markets.
SBI conducted a comprehensive go-to-market assessment that included buyer segmentation analysis, content marketing framework development, lead generation process design, and sales enablement program creation. The engagement delivered a detailed execution plan with industry-specific benchmarks and performance metrics.
| Before SBI No direct selling capability, unclear value proposition for inside sales, limited understanding of high-value customer acquisition processes. |
After SBI Structured direct selling model with defined buyer segments, content marketing framework, lead generation system, and sales enablement tools. |
"SBI was able to frame up things nicely. You guys could get below strategy and nail the hard-hitting stuff. We have a great plan. We are already using the toolkit you gave us."
—Client Director, Digital PM
Without a structured direct selling approach, the company would have missed the Healthcare Reform opportunity window. Competitors with established direct-to-consumer capabilities would have captured available market share, making future entry significantly more difficult and expensive.
Healthcare services companies must develop direct selling capabilities to remain competitive post-Healthcare Reform. Traditional intermediary-dependent models face increasing pressure as consumers gain more healthcare purchasing autonomy and digital engagement preferences.
Healthcare services executives should assess their direct selling readiness against post-Healthcare Reform market requirements. Companies without structured direct-to-consumer capabilities risk competitive disadvantage as market dynamics continue evolving toward consumer-direct models.